SYSTEMS ANALYSIS AND DESIGN METHODS 6th Edition
Whitten Bentley Dittman
SYSTEMS ANALYSIS AND DESIGN METHODS 6th Edition
Chapter Four
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C H A P T E R
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PROJECT
MANAGEMENT
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Chapter Map
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Project Management
Define the terms project and project management, and differentiate between
project and process management.
Describe the causes of failed information systems and technology projects.
Describe the basic competencies required of project managers.
Describe the basic functions of project management.
Differentiate between PERT and Gantt charts as project management tools.
Describe the role of project management software as it relates to project
management tools.
Describe eight activities in project management.
Define joint project planning and its role in project management.
Define scope and a write a statement of work to document scope.
Use a work breakdown structure to decompose a project into tasks.
Estimate tasks’ durations, and specify intertask dependencies on a PERT chart.
Assign resources to a project and produce a project schedule with a Gantt
chart.
Assign people to tasks and direct the team effort.
Use critical path analysis to adjust schedule and resource allocations in
response to schedule and budget deviations.
Manage user expectations of a project and adjust project scope.
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Project, Project Management, and Process Management
Project – a [temporary] sequence of unique, complex, and
connected activities having one goal or purpose and that must
be completed by specific time, within budget, and according to
specification.
Project management – the process of scoping, planning,
staffing, organizing, directing, and controlling the development
of an acceptable system at a minimum cost within a specified
time frame.
Process management – the activity of documenting, managing,
and continually improving the process of systems development.
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Measures of Project Success
– The resulting information system is
acceptable to the customer.
– The system was delivered “on time.”
– The system was delivered “within budget.”
– The system development process had a
minimal impact on ongoing business
operations.
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Causes of Project Failure
• Failure to establish upper-management commitment to the
project
• Lack of organization’s commitment to the system
development methodology
• Taking shortcuts through or around the system development
methodology
• Poor expectations management
• Premature commitment to a fixed budget and schedule
• Poor estimating techniques
• Overoptimism
• The mythical man-month (Brooks, 1975)
• Inadequate people management skills
• Failure to adapt to business change
• Insufficient resources
• Failure to “manage to the plan”
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Poor Expectations Management
Feature creep– the uncontrolled addition of technical
features to a system.
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Project Management Functions
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PERT Chart
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• Business awareness
• Business partner orientation
• Anticipation of impact
• Resourceful use of influence
• Commitment to quality
• Initiative
• Motivating others
• Communication skills
• Information gathering
• Analytical thinking
• Developing others
• Monitoring and controlling
• Conceptual thinking
• Interpersonal awareness
• Self-confidence
• Stress management
• Organizational awareness
• Concern for credibility
• Flexibility
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(Adapted from Wysocki, Beck, and Crane, Effective Project Management:
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SYSTEMS ANALYSIS AND DESIGN METHODS 6th Edition
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Project Management Tools & Techniques
• Scoping – setting the boundaries of the project
• Planning – identifying the tasks required to complete
the project
• Estimating – identifying the resources required to
complete the project
• Scheduling – developing the plan to complete the
project
• Organizing – making sure members understand their
roles and responsibilities
• Directing – coordinating the project
• Controlling – monitoring progress
• Closing – assessing success and failure
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Project Manager Competencies
Scope creep – the unexpected and gradual growth of
requirements during an information systems project.
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SYSTEMS ANALYSIS AND DESIGN METHODS 6th Edition
PERT chart – a graphical network model used to
depict the interdependencies between a project ’s tasks.
Gantt chart – a bar chart used to depict project tasks
against a calendar.
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Gantt Chart
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Microsoft Project Gantt Chart
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Microsoft Project PERT Chart
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SYSTEMS ANALYSIS AND DESIGN METHODS 6th Edition
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Project Management Life Cycle
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Joint Project Planning Strategy
Joint project planning (JPP) – a strategy in which all
stakeholders attend an intensive workshop aimed at
reaching consensus on project decisions.
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Activity 1 – Negotiate Scope
Scope – the boundaries of a project – the areas of a
business that a project may (or may not) address.
Includes answers to five basic questions:
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Product
Quality
Time
Cost
Resources
Statement of work – a narrative description of the
work to be performed as part of a project. Common
synonyms include scope statement, project definition,
project overview, and document of understanding.
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Statement of Work
I.
Purpose
II.
Background
A. Problem, opportunity, or directive statement
B. History leading to project request
C. Project goal and objectives
D. Product description
III.
Scope
A. Stakeholders
B. Data
C. Processes
D. Locations
IV.
Project Approach
A. Route
B. Deliverables
V.
Managerial Approach
A. Team building considerations
B. Manager and experience
C. Training requirements
Notice the use of
information
system building
blocks
(continued)
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Statement of Work (concluded)
V.
VI.
VII.
VIII.
IX.
Appendices
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Work breakdown structure (WBS) – a graphical
tool used to depict the hierarchical decomposition of
the project into phases, activities, and tasks.
Milestone – an event signifying the completion of a
major project deliverable.
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SYSTEMS ANALYSIS AND DESIGN METHODS 6th Edition
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Activity 2 – Identify Tasks
Managerial Approach (continued)
D. Meeting schedules
E. Reporting methods and frequency
F. Conflict management
G. Scope management
Constraints
A. Start date
B. Deadlines
C. Budget
D. Technology
Ballpark Estimates
A. Schedule
B. Budget
Conditions of Satisfaction
A. Success criteria
B. Assumptions
C. Risks
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A Graphical Work Breakdown Structure
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Activity 3 – Estimate Task Durations
1. Estimate the minimum amount of time it would take to
perform the task – the optimistic duration (OD).
2. Estimate the maximum amount of time it would take to
perform the task – the pessimistic duration (PD).
3. Estimate the expected duration (ED) that will be needed to
perform the task.
4. Calculate a weighted average of the most likely duration
(D) as follows:
D = (1 x OD) + (4 x ED) + (1 x PD)
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OD
ED
PD
3.33 days = (1 x 2 days) + (4 x 3 days) + (1 x 6 days)
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Activity 4 – Specify Inter -task Dependencies
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Entering Intertask Dependencies
• Finish-to-start (FS)—The finish of one task triggers
the start of another task.
• Start-to-start (SS)—The start of one task triggers the
start of another task.
• Finish-to-finish (FF)—Two tasks must finish at the
same time.
• Start-to-finish (SF)—The start of one task signifies the
finish of another task.
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Scheduling Strategies
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A Project Schedule in Calendar View
Forward scheduling – a project scheduling approach
that establishes a project start date and then schedules
forward from that date.
Reverse scheduling – a project scheduling strategy
that establishes a project deadline and then schedules
backward from that date.
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Activity 5 – Assign Resources
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Defining Project Resources
• People – includes all the system owners, users,
analysts, designers, builders, external agents, and
clerical help that will be involved in the project in any
way.
• Services – includes services such as a quality review
that may be charged on a per use basis.
• Facilities and equipment – includes all rooms and
technology that will be needed to complete the project.
• Supplies and materials – includes everything from
pencils, paper, notebooks to toner cartridges, and so
on.
• Money – includes a translation of all of the above into
budgeted dollars!
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Assigning Project Resources
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Resource Leveling
Resource leveling – a strategy for correcting resource
overallocations.
There are two techniques for resource leveling:
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task delaying
task splitting
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Task Splitting and Delaying
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Activity 6 – Direct the Team Effort
• Critical path – the sequence of dependent tasks that
determines the earliest possible completion date of the
project.
– Tasks that are on the critical path cannot be delayed
without delaying the entire project schedule. To achieve
resource leveling, critical tasks can only be split.
• Slack time – the amount of delay that can be tolerated
between the starting time and completion time of a task
without causing a delay in the completion date of the entire
project.
• Supervision resources
– The Deadline: A Novel
about Project Management
– The People Side of
Systems
– The One Minute Manager
– The One Minute Manager
Meets the Monkey
• Stages of Team Maturity
(see figure to the right)
– Tasks that have slack time can be delayed to achieve
resource leveling
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10 Hints for Project Leadership
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Activity 7 – Monitor and Control Progress
Be Consistent.
Provide Support.
Don’t Make Promises You Can’t Keep.
Praise in Public; Criticize in Private.
Be Aware of Morale Danger Points.
Set Realistic Deadlines.
Set Perceivable Targets.
Explain and Show, Rather Than Do.
Don’t Rely Just on [Status Reports].
Encourage a Good Team Spirit.
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Progress reporting
Change management
Expectations management
Schedule adjustments —critical path analysis
(CPA)
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Sample Outline for a Progress Report
Sample Outline for a Progress Report (concluded)
I.
Cover Page
A. Project name or identification
B. Project manager
C. Date or report
IV.
II.
Summary of progress
A. Schedule analysis
B. Budget analysis
C. Scope analysis
Previous problems and issues
A. Action item and status
B. New or revised action items
1. Recommendation
2. Assignment of responsibility
3. Deadline
V.
New problems and issues
A. Problems
(actual or anticipated)
B. Issues
(actual or anticipated)
C. Possible solutions
1. Recommendation
2. Assignment of responsibility
3. Deadline
Attachments
(include relevant printouts from project management software)
(describe any changes that may have an impact on future progress )
D. Process analysis
(describe any problems encountered with strategy or methodology)
E. Gantt progress chart(s)
III.
Activity analysis
A. Tasks completed since last report
B. Current tasks and deliverables
C. Short term future tasks and deliverables
VI.
(continued)
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Progress Reporting on a Gantt Chart
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Change Management
Change management – a formal strategy in which a process is
established to facilitate changes that occur during a project.
Changes can be the result of various events and factors
including:
– An omission in defining initial scope
– A misunderstanding of the initial scope
– An external event such as government regulations that create
new requirements
– Organizational changes
– Availability of better technology
– Shifts in planned technology that force unexpected and significant
changes to the business organization, culture, and/or processes
– Management’s desire to have the system do more than was
originally requested or agreed to
– Reduced funding for the project or imposition of an earlier
deadline.
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Expectations Management
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Lunar Project Expectations Management
Expectations management matrix – a tool used to
understand the dynamics and impact of changing the
parameters of a project.
The second most important
The most important
The least important
Can have only
one X in each
row and each
column
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Typical, Initial Expectations for a Project
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Adjusting Expectations
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Changing Priorities
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Schedule Adjustments - Critical Path Analysis
1. Using intertask dependencies, determine every possible path
through the project.
2. For each path, sum the durations of all tasks in the path.
3. The path with the longest total duration is the critical path.
– The critical path for a project is that sequence of dependent
tasks that have the largest sum of most likely durations. The
critical path determines the earliest completion date of the
project.
– The slack time available for any non-critical task is the amount
of delay that can be tolerated between the starting time and
completion time of a task without causing a delay in the
completion date of the entire project.
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Critical Path Analysis
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Activity 8 – Assess Project Results and Experiences
• Did the final product meet or exceed user
expectations?
– Why or why not?
• Did the project come in on schedule?
– Why or why not?
• Did the project come in under budget?
– Why or why not?
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